Rob Grazioli

They've been a staff engineer or run an engineering team before. So we tend to hire more experienced people who have a ton of flexibility, who love the details, but don't get bogged down in them when the situation calls for a bird's eye view.

Without a doubt. We're in that moment now. And scale is always hard. I think our experience has taught us it's really important to ask why you're scaling and if you need to scale. So that like small team concept and the services business, like it's all about team. That's really what you're trying to scale and you're trying to scale that level of quality.

Without a doubt. We're in that moment now. And scale is always hard. I think our experience has taught us it's really important to ask why you're scaling and if you need to scale. So that like small team concept and the services business, like it's all about team. That's really what you're trying to scale and you're trying to scale that level of quality.

Without a doubt. We're in that moment now. And scale is always hard. I think our experience has taught us it's really important to ask why you're scaling and if you need to scale. So that like small team concept and the services business, like it's all about team. That's really what you're trying to scale and you're trying to scale that level of quality.

But for us too, it also means scaling without introducing overhead. So that same idea around trying to automate certain functions that may be required, time spent creating reports. We also don't want to create a middle management layer in our business or for our clients if we don't have to. So I think that's the biggest barrier to scale is we're trying to figure out how we avoid middle management.

But for us too, it also means scaling without introducing overhead. So that same idea around trying to automate certain functions that may be required, time spent creating reports. We also don't want to create a middle management layer in our business or for our clients if we don't have to. So I think that's the biggest barrier to scale is we're trying to figure out how we avoid middle management.

But for us too, it also means scaling without introducing overhead. So that same idea around trying to automate certain functions that may be required, time spent creating reports. We also don't want to create a middle management layer in our business or for our clients if we don't have to. So I think that's the biggest barrier to scale is we're trying to figure out how we avoid middle management.

Not that all middle management is useless or ineffective, but it's not the thing that really helps our customers and therefore something we want to try to avoid. The main way we're thinking about this is like one, why are we scaling and how do we think about scale in other ways? So do we need to grow our team or can we generate revenue some other way that allows us to keep our team small?

Not that all middle management is useless or ineffective, but it's not the thing that really helps our customers and therefore something we want to try to avoid. The main way we're thinking about this is like one, why are we scaling and how do we think about scale in other ways? So do we need to grow our team or can we generate revenue some other way that allows us to keep our team small?

Not that all middle management is useless or ineffective, but it's not the thing that really helps our customers and therefore something we want to try to avoid. The main way we're thinking about this is like one, why are we scaling and how do we think about scale in other ways? So do we need to grow our team or can we generate revenue some other way that allows us to keep our team small?

And if anything, just increase the quality or reduce the burden on our services work to generate revenue for us. So this is not a new idea for services businesses are always looking for passive forms of revenue.

And if anything, just increase the quality or reduce the burden on our services work to generate revenue for us. So this is not a new idea for services businesses are always looking for passive forms of revenue.

And if anything, just increase the quality or reduce the burden on our services work to generate revenue for us. So this is not a new idea for services businesses are always looking for passive forms of revenue.

One concept that we've been playing around with is spinning up a PE like function where we actually buy small software products and try to grow those software products and staff them accordingly. So basically starting a different kind of business.

One concept that we've been playing around with is spinning up a PE like function where we actually buy small software products and try to grow those software products and staff them accordingly. So basically starting a different kind of business.

One concept that we've been playing around with is spinning up a PE like function where we actually buy small software products and try to grow those software products and staff them accordingly. So basically starting a different kind of business.

But we think the model is actually super similar to how we're operating now, where we're essentially taking on these clients, but we're helping them grow their business. We're helping them get that next wave of funding or get to their first million in ARR. Like that's really how we think about our roles. And that's not so different from the way a PE company might function.

But we think the model is actually super similar to how we're operating now, where we're essentially taking on these clients, but we're helping them grow their business. We're helping them get that next wave of funding or get to their first million in ARR. Like that's really how we think about our roles. And that's not so different from the way a PE company might function.

But we think the model is actually super similar to how we're operating now, where we're essentially taking on these clients, but we're helping them grow their business. We're helping them get that next wave of funding or get to their first million in ARR. Like that's really how we think about our roles. And that's not so different from the way a PE company might function.

And if you scale that down, it's something we think we can do laterally without needing to really expand our services to the extent where it breaks down how we like to operate. I have no idea if that will work, but these are the types of ideas that we are experimenting with right now.